OCTOBER 2026 by KEEP PACE WITH NEW-GENERATION MOBILITY Mexico A KEY PART OF THE NORTH AMERICAN VALUE CHAIN P. 16 THE CHINESE MARKET at the heart of new automotive trends P. 8 DIGITAL MANUFACTURING When digital continuity drives industrial performance P. 10 SUPPLY CHAIN A new driver of competitiveness P. 28
Vibes is a magazine published by OPmobility’s Corporate Communication Department. 1st edition: June 2024. 2nd edition: May 2025. 3rd edition: January 2026. 4th edition: October 2026. Print run: 1,000 copies. OPmobility, 1, allée Pierre Burelle, 92593 Levallois Cedex, France. Photo credits: AdobeStock (p. 15), Getty Images (p. 1/Mexico City, Mexico, 8/Dalian, Liaoning, China, 10-11, 16/Mexico City, Mexico, 19/Mexico City, Mexico, 22, 27, 32), OPmobility media library, Pierre Morel/La Company (p. 5, 9, 12), Siemens (p. 14), 4Flow (p. 30), DR. Design and production: . Download our 2025 Integrated Report Download our Universal Registration Document 2025 Our warmest thanks to all the teams who have helped create this magazine! We want to express our gratitude to the experts and partners who have contributed to this fourth edition. www.linkedin.com/company/opmobility @opmobility_group www.youtube.com/@OPmobilityGroup Follow us on social media
#4 — OCTOBER 2026 4. FOREWORD 5. MESSAGE 6. OPMOBILITY NEWS A round-up of OPmobility’s news 8. OPEN TALK THE CHINESE MARKET at the heart of new automotive trends 10. BUSINESS OPPORTUNITIES DIGITAL MANUFACTURING When digital continuity drives industrial performance 12. “Digital continuity is emerging as the new guiding principle for industrial operations.” 14. Ensuring data quality and continuity 16. OPMOBILITY ON THE MOVE MEXICO A key part of the North American value chain 18. 30 years of growth and industrial excellence 22. PEOPLE & PLANET ACT FOR ALL™ Delivering on our commitments 24. Decarbonization: a driver of sustainable performance 26. A closer look at our commitments to safety, diversity, and the environment 28. OPEN MIND SUPPLY CHAIN A new driver of competitiveness 30. Competitiveness, resilience, and digitalization: how is the supply chain reinventing itself?
LAURENT BURELLE Chairman of the Board of Directors of OPmobility “With our passion for industry, we are fundamentally confident about the future, thanks to investment and innovation.“ Dear readers, Geopolitical turmoil, the return of inflation, radical changes in the traditional automotive industry: all these issues, and plenty more besides, could make us feel pessimistic. But at the same time, major innovations in self-driving cars, promising developments in artificial intelligence, and thus in industrial productivity, and the focus on the energy transition are just a few of the positive signs which give us hope. In 2026, as we celebrate the 80th anniversary of the founding of Plastic Omnium, and therefore of OPmobility, we must remember our predecessors, who also had to contend with difficult economic conditions and volatile stock prices. As very long-term shareholders with a passion for industry, we are fundamentally confident about the future, thanks to our company’s continued high level of investment and innovation this year. OPmobility and its majority shareholder Burelle SA are guided by realism and professionalism as they oversee the Group’s operations, which are now enthusiastically led and managed by the third generation, with all your support, of course. Once again, our pragmatism and realistic analysis of the situation indicate a path which is admittedly complex, but possible, toward future success through the implementation of a clear strategy, which has been defined by our Chief Executive Officer and her close-knit team, and our operational excellence, which is recognized by all our customers around the world. The Board of Directors and I know we can count on the 38,000 men and women working in the 152 plants in 28 countries where OPmobility continues to nurture its talent. Here’s to OPmobility, Always on the move! 4 FOREWORD
with the Yanfeng Group to meet the expectations of a market which is redefining the rules when it comes to innovation, time to market, and competitiveness. In this rapidly changing environment, the ability to succeed in Asia is increasingly key to global success. The region is a major strategic asset when it comes to strengthening our relationships with our customers, identifying the trends which will shape the future of mobility, accelerating our innovation, and improving our competitiveness. Asia is therefore a key part of the Group’s ambition to strengthen its technological leadership, diversify its customer base, and continue its profitable growth globally. This same dynamic guides the development of our technology portfolio. From electrification to energy storage, from modules to lighting, we are developing solutions which meet today’s needs while preparing for those of tomorrow. Recent successes are a testament to this approach: from winning new contracts with Leapmotor to expanding our One4you offering to several customers, including Stellantis, and improving our battery technology, our ability to create new opportunities is clear. In the end, all these initiatives tell the same story: that of a Group which is using innovation to drive sustainable performance. We are a company which invests, diversifies its operations, enters new markets, and actively prepares for tomorrow’s growth drivers. Because in an ever-changing world, performance ultimately depends on the ability to anticipate market changes and forge new paths. How can we adapt to remain competitive in a constantly changing environment? That is probably one of the most strategic questions for OPmobility. The automotive industry is undergoing a period of unprecedented transformation. Technology is evolving at a dizzying speed, the market is feeling the impact of international conflicts, customer expectations are constantly changing, and economic centers of gravity are shifting. In this environment, performance no longer depends solely on our ability to execute or adapt to change. Instead, it depends on our ability to anticipate and constantly reinvent ourselves. That’s why we have focused over the last few years on building a Group which is more agile, more locally focused, and more technology-driven. We have worked to create a Group which can support all forms of mobility, across all markets, with an increasingly diverse and integrated portfolio of solutions. Thanks to a wide range of initiatives, this ambition is now becoming a reality. In the United States, our new plant in Toledo, Ohio strengthens our presence in a long-standing market. In India, the construction of a sixth site in Kharkhoda in the state of Haryana underscores our commitment to accelerating our growth in one of the world’s most dynamic regions. In China, we are continuing to expand our offering FÉLICIE BURELLE Chief Executive Officer, OPmobility “Focusing on collaboration and collective intelligence will enable us to embrace our role as a driver of change.” MESSAGE PERFORMANCE 5
6 years without a single accident at the Arévalo plant, a testament to the strong and shared safety culture on site. As part of its efforts to further strengthen its regionalization strategy, OPmobility opened 2 new regional hubs in 2026: one in León, Mexico in April and one in Tangier, Morocco in June. These workspaces bring together support teams (finance, HR, indirect procurement, digital and information systems) to serve all OPmobility’s Business Groups. The León hub, which is a 740 m² building right in the heart of the city, welcomes 100 associates from various entities. The Tangier hub is based in the local Exterior & Lighting plant. These 2 hubs are excellent examples of the “One-OP” mindset, which aims to bring together operational expertise, streamline decisionmaking, and strengthen synergies between entities. More openings are planned by the end of 2026, in Monterrey, Mexico; Pune, India; and Kraków, Poland. APRIL AND JUNE 2026 León &Tangier 2 NEW REGIONAL HUBS Located in the heart of Spain, the Arévalo plant has established itself as one of the region’s leading employers. Over the past 35 years, its workforce has grown from 70 to more than 500 people. Today, the site produces 20,000 parts per day for numerous automakers, with a constant commitment to meeting the highest standards of quality and safety. While the team, production volumes, and customer base have grown, one thing has remained constant since the very beginning: team spirit. Everyone works in perfect coordination to manage, monitor, and improve processes. This dynamic is underpinned by a strong, deeply rooted safety culture, enabling the site to celebrate 6 years without an accident, a milestone which reflects the commitment, discipline, and collective vigilance for which the site is known. JUNE 2026 Arévalo CELEBRATING 35 YEARS! 6 OPMOBILITY NEWS
OCTOBER 2026 Kenitra & Kharkhoda A STRONGER INTERNATIONAL PRESENCE To meet the local needs of its customers around the world, the Group continues to strengthen its presence in its key markets. In Morocco, OPmobility opened the extension of the Kenitra plant in the Atlantic Free Zone on October 19, 2026. Specializing in the injection molding of exterior auto body parts, the plant will create more than 100 jobs and strengthen the Group’s production capacity for Stellantis, in addition to the Lighting site in Tangier. In India, the world’s third largest automotive market, where the Group already counts 5 plants, a new site specializing in energy storage systems was opened in Kharkhoda, in the state of Haryana. OPmobility, which equips more than 1 in 3 Indian vehicles, aims to double its revenue in the country by 2030. JUNE AND SEPTEMBER 2026 Stuttgart, Hanover &Paris 3 MAJOR TRADE SHOWS IN EUROPE Earlier in the year, OPmobility attended 3 major events focused on sustainable and connected mobility. At the Battery Show Europe in Stuttgart, the C-Power Business Group showcased its latest developments in energy storage to support and accelerate the transition to electrified mobility. At IAA Transportation in Hanover, a global event for transportation and logistics professionals, the H2-Power and C-Power Business Groups presented technologies to decarbonize heavy, commercial, and collective mobility. Lastly, at SIA Vision Paris, a key event for the automotive lighting community, OPmobility consolidated its position as an innovator, particularly in Exterior & Lighting technologies related to advanced driver assistance systems (ADAS). These events are opportunities for the Group to strengthen its presence within the European ecosystem and forge strategic partnerships to develop tomorrow’s mobility. Scan the QR code to see OPmobility’s latest news. OPmobility — Vibes #4 7
The Chinese market at the heart of new automotive trends 8 OPEN TALK
The Chinese automotive market is often described as the most competitive in the world. How did OPmobility establish its position in the country? Christian Kopp. OPmobility has operated in China since 2007, with 2 ventures which were launched almost simultaneously: exterior parts, through the YFPO joint venture with the Yanfeng Group, and fuel tanks installed by manufacturers. In nearly 20 years, we have grown from 2 plants to about 40 sites. YFPO has become the market leader in exterior parts, with a market share of approximately 25%. For a long time, our business in China was primarily conducted with Western manufacturers operating locally. Since COVID, the market has shifted: Chinese brands now account for 65% of car sales in the country(1). YFPO was able to pivot successfully because today, 80 to 90% of new orders are from Chinese customers. What makes the Chinese market unique is the ability of its manufacturers to effectively manage 3 key factors simultaneously: innovation, speed to market, and competitive pricing. And all with a level of quality which is just as high as traditional market standards. In 2026, YFPO’s scope expanded to include modules and lighting. Why? C. K. Chinese automakers have very high expectations when it comes to exterior lighting: illuminated grilles, tailgates with signal lights, and the integration of lighting in exterior parts. These technologies, in which lighting has replaced chrome, have become key differentiators in a market where innovation is developing at an unprecedented pace. When YFPO was founded, we provided our expertise in modules and lighting. Over time, local players have developed technological expertise which has evolved more rapidly than our own cycles. By joining forces with the Yanfeng Group, we can better meet these rapidly growing expectations. Manufacturers like Chery and Leapmotor are ramping up their international expansion. How is OPmobility supporting them outside China? C. K. That’s where our position in China becomes a competitive advantage. Our long-standing European and American competitors in the exterior parts market do not have a presence in China and Chinese suppliers are beginning to expand outside China. Thanks to our knowledge of products and development cycles across all these markets, we offer our customers a dual positioning. YFPO manufactures the exterior parts for these automakers in China for the local market and we support new entrants, including Chery, internationally. For instance, we have signed 2 contracts to provide them with bumpers in Spain and Brazil in 2026. What insights from the Chinese model can strengthen OPmobility’s competitiveness in Europe? C. K. It’s not possible to compete with Chinese manufacturers based solely on quality or long-standing expertise. Today, developing a vehicle in about 15 months instead of several years, requires an exceptional understanding of digital technology and design: less complex products with fewer parts to reduce development and manufacturing costs, digitalized industrial processes, and smart solutions. It’s a mutual, ongoing learning process which is gaining momentum. Our most recent plants in India were modeled on our Chinese plants and the YFPO plants were originally designed in accordance with our long-standing standards. Our traditional customers are now asking us for the same thing as Chinese manufacturers: to develop products faster, at a lower cost, and with higher quality. That’s the new standard. CHRISTIAN KOPP Senior Executive VP, Chief Operating Officer 37%China’s share of global car production(1). (1) Source: L’argus, “The market share of Chinese automakers has reached 65% in China, a record high”, January 2026. OPmobility — Vibes #4 9
In an industry where deadlines are getting tighter and complexity is increasing, OPmobility has made digital continuity a competitive advantage. Unified product lifecycle management, digital twins, artificial intelligence: the Group is reinventing its industrial processes to ensure better and more agile production, all over the world. DIGITAL MANUFACTURING 10 BUSINESS OPPORTUNITIES
When digital continuity drives industrial performance OPmobility — Vibes #4 11
“Digital continuity is emerging as the new guiding principle for industrial operations.” The automotive industry is experiencing an unprecedented acceleration in development cycles. How is OPmobility adapting? Sandrine Ledru. Just a few years ago, industry standards and customer demand led the sector to develop and launch a new vehicle every 5 years, on average. These days, some of our customers are asking us to be ready in 15 months. This is a major shift: it has redefined the requirements for the entire value chain and imposes a level of agility which our way of working and our tools must be able to accommodate. To address these challenges, digital continuity is emerging as the new guiding principle for industrial operations. In this context, how does PLM go beyond merely being a tool to become a driver of business performance? S. L. For a long time, PLM (Product Lifecycle Management) was seen as just one of many IT tools. Those days are over. At OPmobility, we’ve replaced 7 different systems with a single platform, thanks to our partnership with Siemens and their Teamcenter X solution, which is currently being rolled out across our 40 R&D centers worldwide. This is not an IT project, it is a key driver of competitiveness. By ensuring data continuity from customer specifications through to production, PLM serves as the backbone of the entire product lifecycle. It connects teams, streamlines communication, reduces data transfer errors, and breaks down silos: 4,000 engineers work together on this shared platform, around 10% of our workforce. The impact on day-to-day decisions is direct and massive. Digital twin technologies are often presented as a means of accelerating progress. In practical terms, how does this change the way you manufacture? S. L. Digital twin technologies fundamentally change our ability to anticipate and manage industrial challenges. In the past, we used to wait until a production line actually existed before optimizing it. Today, we simulate the entire lifecycle of a plant even before it is built: material flows, AGV (Automated Guide Vehicle) movements, operator workstations, and robot paths. It used to take 2 years for the overall set-up of a production line; now it just takes 1 year. Now that automotive development cycles have been reduced from 5 years to 15 months, how is OPmobility rethinking its tools and methods to scale up production faster, without compromising quality? SANDRINE LEDRU Executive VP, Chief Digital & Information Officer 12 BUSINESS OPPORTUNITIES
Shortened development timelines expected by some customers. 5years 15months What role does artificial intelligence play in this transformation? S. L. Artificial intelligence is a tremendous catalyst. It will eventually incorporate our rules and our areas of expertise in the digital twins of our plants to explore a wide range of scenarios and recommend the best configurations. Depending on the project, this could result in an acceleration of around 30% in the time needed to manufacture our solutions. It will also be involved very early on, during the engineering phase. With the support of NVIDIA’s technologies, for example, we are using artificial intelligence in our bumper design to speed up development cycles, strengthen our engineering capabilities, and respond more quickly to our customers’ needs. Artificial intelligence won’t replace teams, but it will allow them to focus on what fundamentally creates value. Reduction in the time required to set up a production line. 2years 1year OPmobility — Vibes #4 13
Standardizing data collection At OPmobility, digital transformation is driven first and foremost by a practical need: to make data useful, accessible, and reliable at every stage of the product lifecycle. In an organization which manages hundreds of customer programs simultaneously, across some 20 countries, with teams from very different cultural backgrounds, the challenge doesn’t really lie in producing data, because systems are already generating it constantly, but in making it usable and actionable for everyone. “The more teams are able to access the right data on their own, the more efficient and agile we become,” explains Erik Torres, Product Designer at OPmobility. By integrating specifications, design, validation, and production into a continuous workflow, PLM turns raw data into a decision-making tool. This solution enables an engineer in the United States, a production line manager in China, or a customer in France to work from the same database in real time. From the design department to the workshop This digital continuity has tangible effects at every stage of development. On simulation lines, artificial intelligence now makes it possible to make thermal calculations for lighting products (condensation tests, heat behavior, etc.) in an hour; previously, these calculations took 20 hours. These time savings don’t just translate into increased productivity; they also make it possible to test more scenarios and make the right design decisions earlier in the process. “The strength of PLM lies in its ability to centralize information and enable all departments, throughout the various stages of a project, to share the same data in one place and in real time, ensuring our technical decisions are sound,” explains Ensuring data quality and continuity Given the automotive industry’s growing complexity, the ability to develop end-to-end digital continuity has become a key factor in performance. For a long time, data was fragmented across multiple tools and processes; today, the goal of digital manufacturing is to transform the vast amount of available data into useful insights which enable faster decisionmaking, better collaboration, increased efficiency, and greater time savings. 14 BUSINESS OPPORTUNITIES
Frédéric Gelve, Design Engineer at OPmobility. The same principle also applies to responding to customer requests for proposals (RFP). RFP sent by manufacturers can run to hundreds of pages of specifications. By using artificial intelligence, OPmobility will be able to produce a relevant summary, thereby drastically reducing the time required for analysis and the risk associated with each business decision. A long-term digital transformation These efforts are also being rolled out on the ground at the Group’s 152 plants around the world. In Greer, South Carolina in the United States, the integration of digital tools has made it possible to link planning and purchasing systems, display the status of each machine in real time, and immediately diagnose any anomalies. In Lozorno, Slovakia, the entire set-up process for a line of fuel tanks was simulated virtually before the production line was rolled out physically. In Mexico, China, and Morocco, observations are uploaded to the shared platform and contribute to a repository of best practices which is available globally. Every site learns from the others; every improvement benefits everyone. “PLM is not just a new tool: it enables project teams to adopt shared ways of working, leading to better organization, increased visibility regarding CAD-related tasks, and more effective collaboration,” adds Shubhada Salunkhe, CAD Engineer at OPmobility. In an industry where competitiveness now hinges on the ability to make quick and sound decisions, it has become the backbone of OPmobility’s industrial performance. 4,000 engineers use the PLM platform, around 10% of the entire workforce. 7 The number of PLM systems replaced by a single platform. ~30% acceleration in the time needed to manufacture our products, using digital twins and AI. Scan the QR code to watch Sandrine Ledru’s speech at Realize Siemens 2026. OPmobility — Vibes #4 15
Mexico A key part of the North American value chain 16 OPMOBILITY ON THE MOVE
As a strategic country which brings together industrial excellence, close customer relationships, and the major transformations taking place in the North American automotive industry, Mexico is now the third largest country in terms of OPmobility’s revenue. From San Luis Potosí and León to Puebla and Monterrey, the Group’s Mexican teams are at the heart of the continent’s regional production dynamics. OPmobility — Vibes #4 17
OPmobility’s presence in Mexico reflects nearly 30 years of uninterrupted growth, deeply rooted in the automotive landscape of a country which has become one of the world’s most strategic industrial hubs. As the third largest country in terms of the Group’s revenue, today, Mexico accounts for 11.2% of the Group’s turnover, with 13 plants and more than 4,300 associates who work across all the Group’s entities and areas of expertise. From bumpers and fuel tanks to lighting and complex modules incorporating multiple components for vehicle fronts (grilles, headlight brackets, cooling systems, etc.), every Business Group is represented and every site is proof of the Group’s industrial excellence across the entire value chain in this region. A presence closer to our customers “The first OPmobility plant in Mexico was opened in 1998,” recalls Pablo Farina, Country Director Mexico for the Exterior & Lighting Business Group. “New plants were then built for all Business Groups. Mexico’s key strength is its considerable expertise in automotive manufacturing. Engineers are highly qualified and experienced, while production costs are certainly more competitive than in other countries in the region, such as Canada and the United States.” OPmobility works both with major international manufacturers which have been operating in Mexico for decades and with new players. “We have a strong industrial presence and the locations of our plants align with the geographic distribution of our customers,” Pablo Farina continues. This is particularly important when it comes to adapting to these new players and their disruptive approach, in comparison to the traditional automotive industry. Previously, it used to take between 2 and 3 years to develop a new program, following a structured and defined framework, step by step. Today, vehicle development takes place within much shorter timeframes and in a more agile way. This requires a high level of responsiveness and solutions which are delivered within a much tighter timeframe. The discipline of Just-In-Sequence manufacturing This is a “customer-centric” approach in the most literal sense of the term, as perfectly illustrated by the Exterior & Lighting Business Group in San Luis Potosí. Spanning 25,000 m2 and producing more than 430,000 car body parts in 2025, it is OPmobility’s largest site in Mexico and the second largest worldwide. Working closely with customers, the plant produces front and rear bumpers, spoilers, and exterior trim parts on a Just-In-Sequence (JIS)(1) basis. “We must keep pace with customers, demonstrating a thorough understanding of their schedule,” explains Luis Antonio Pérez, San Luis Potosí Plant Director. “We receive a customer order, then we have 3 hours to manufacture the part and deliver it to the assembly station. But it’s not just about delivering the right part at the right time. We must deliver the right component, as part of the planned sequence, with the required quality and at the exact moment the customer needs it. If we make a sequencing error, we shut down the production line… There is no buffer inventory, no margin for error.” This expertise is underpinned by advanced digitalized production: screens display real-time data on each line’s efficiency, scrap rates, and downtime. Vision machine systems and error-detection systems guide operators in assembling components (cameras, radars, sensors, wiring harnesses) to prevent human error. “Digitalization gives us the visibility and the accuracy we need to make the right decisions, while automation ensures consistency in our processes,” Luis Antonio Pérez adds. 30 YEARS OF GROWTH and industrial excellence “It’s not just about delivering the right part at the right time. We must deliver the right component, as part of the planned sequence, with the required quality and at the exact moment the customer needs it.” LUIS ANTONIO PÉREZ, San Luis Potosí Plant Director 18 OPMOBILITY ON THE MOVE
3.95 million light vehicles(2) on the Mexican market in 2025, of which more than 3.39 million, or 75,8%, were exported to the United States(3). Mexico +4.5% Expected compound annual growth rate (CAGR) of the Mexican automotive market between 2026 and 2035(4). 13 plants and 4,300 OPmobility’s associates in Mexico. (1) Unlike Just-In-Time (JIT), which delivers parts when they are needed, Just-In-Sequence (JIS) also requires that they be delivered in the exact order in which they will be assembled on the customer’s production line. (2) Source: Prodensa, July 2026. (3) Source: INEGI/Mexico Business News, June 2026. (4) Source: Expert Market Research, EMR claight, 2026. OPmobility — Vibes #4 19 •
A shared SAFETY CULTURE At the end of August 2026, the San Luis Potosí site had not had an accident for 2,768 consecutive days. This achievement is a reflection of the “Stay Alert, Together” global program, launched in 2025 by OPmobility across its sites. Available in 22 languages and drawing on proverbs and popular sayings from all over the world, it makes collective vigilance a day-to-day reflex and supports each associate with decision-making in the field. 20 OPMOBILITY ON THE MOVE
Operational excellence at the heart of our approach Over the years, processes, skills, and tools have evolved to provide manufacturers with a stronger guarantee of quality and performance. In 2019, when several programs for a single customer were launched in San Luis Potosí, the plant had a DPPM (defective parts per million) of 1,000. In 2026, this figure fell to 5. “Going from 1,000 to 5 is one of our greatest collective achievements in 6 years,” Luis Antonio Pérez explains. The site has also received 4 awards for its quality, confirming its position as a leading supplier. The same can be said of the León plant, in the state of Guanajuato, where the C-Power Business Group site produces fuel tanks and energy storage system components for several North American and European customers, also with Just-InSequence manufacturing. “Performance is not the sole responsibility of a single department. Production, quality, maintenance, logistics, engineering, HR, finance: all these departments contribute to our success,” explains Emmanuel Florès, Plant Director. The city of León is also home to one of the Group’s regional hubs, which brings together support functions to serve all entities across the country. A strategic accelerator for North America Mexico plays a key role in the North American value chain. Its geographic location on the border with the United States, its competitive production costs, and its extensive ecosystem of suppliers make it an indispensable industrial hub. The MexicoUnited States-Canada Treaty (T-MEC) strengthens this strategic positioning by mandating minimum regional content requirements for vehicles, forcing U.S. automakers to shift their supply chains from Asia to North America. “That’s what we call nearshoring,” Pablo Farina explains. “Manufacturers must include more regional suppliers. It’s important to note that 80% of them are chosen by customers because of their location. Choosing to operate in Mexico, closer to their customers, enables us to reduce transport costs and be more responsive to engineering changes or fluctuating demand.” In addition, new U.S. tariff and customs policies have also been implemented. Expanding into new markets This strategy is reflected in several major operational milestones. In Puebla, Monterrey, and San Luis Potosí, OPmobility is continuing its industrial transformation in Mexico by expanding its production capacity, accelerating its lighting operations, and integrating new automated solutions. These are just a few examples of the company’s growing technological capabilities, which are no longer limited to the manufacture of body parts and now include products of high technological value. This is also proof of the company’s ability to rapidly adapt its industrial processes to the needs of customers whose development model is challenging established industry standards. This shift also entails an organizational transformation. Monterrey is expected to play a role similar to that of the regional hub in León in the coming months, as part of the regionalization program launched by OPmobility around the world. From bringing support teams closer to operations and streamlining decision-making to strengthening synergies between Business Groups, “it’s no longer just about growth,” Pablo Farina explains. “We need to become more efficient, more competitive, and more automated. For that to happen, it’s vital for us to be close to our customers.” “Performance is not the sole responsibility of a single department. Production, quality, maintenance, logistics, engineering, HR, finance: all these departments contribute to our success.” EMMANUEL FLORÈS, León Plant Director OPmobility — Vibes #4 21
22 PEOPLE & PLANET
At OPmobility, sustainability is not a distant goal: it’s a collective effort, gaining momentum across the Group. From decarbonization and biodiversity to equity and skills development, our teams are transforming our commitments into tangible initiatives which have a visible impact on the ground. Engaging suppliers, installing solar panels at 38 sites, the WoMen on the Move network, the launch of the Mobility University: all these initiatives demonstrate our ability to move forward together toward more responsible and inclusive mobility. DELIVERING ON OUR COMMITMENTS OPmobility — Vibes #4 23
CAROLE BRINATI Sustainability VP at OPmobility OPmobility became carbon neutral for Scopes 1 and 2 in 2025. What steps were taken to achieve this? Carole Brinati. Since 2021, the Group has worked to implement its ambitious decarbonization roadmap and aims to achieve carbon neutrality across its entire value chain by 2050. To accomplish this, we decided on two intermediate milestones, the first of which was to achieve neutrality for Scopes 1 and 2 from 2025. These emissions only account for about 1% of our total carbon footprint, but we have complete control over them. We therefore implemented 3 strategic pillars: reduce, replace, and compensate. To “reduce”, we set ourselves an energy efficiency target of 12% in comparison to 2019; in the end, we reached a target of more than 19%. To “replace”, we have partially substituted carbonbased electricity with renewable energy sources: solar panels, Decarbonization “Decarbonization goes beyond our own operations: it involves our entire ecosystem.” EDP’s Las Lomillas photovoltaic power plant in Spain. 24 PEOPLE & PLANET
Morocco, Mexico, and now Spain. What makes our partnership with EDP so ground-breaking is that it provides both a decarbonization solution and a response to a major competitiveness issue: controlling the cost and availability of energy. This means that EDP covers the risk associated with the intermittent nature of solar power generation. It allows us to buy 24 GWh of renewable electricity at a fixed price, regardless of the time of day or production conditions. Together with the initiatives already in place, this agreement allows us to cover 25% of our electricity consumption in Spain with green energy. This agreement goes beyond decarbonization; it also addresses a strategic challenge, because sourcing energy locally helps secure our supply and reduce our exposure to market volatility. What is your action plan for Scope 3 emissions, which account for 99% of your emissions? C. B. Our aim is to reduce our Scope 3 emissions by 30% by 2030, in comparison to 2019. Downstream Scope 3 emissions, which account for 88% of our emissions, cover the use of our products throughout a vehicle’s entire lifespan (including end-oflife waste management). We are currently equipping more electric vehicles than their current market share, which means we have already exceeded our target in this area. The main challenge lies upstream of our value chain. Upstream Scope 3 emissions – which account for around 11% of our emissions – are produced by our suppliers and the transportation of our purchases to our sites. The first step was therefore to incorporate a carbon footprint criterion into the supplier selection process when awarding new projects, focusing on the facilities which produce the most emissions within our various Business Groups. At the same time, we have adopted a targeted approach to accelerate our supply chain’s decarbonization. We have identified the 120 suppliers which are the biggest contributors to our carbon footprint and we are encouraging them to work toward a shared goal: reducing their emissions by 30% by 2030, which is consistent with our own trajectory. We also ask them to share their decarbonization roadmap with us so that we can track their progress and identify opportunities to work together to achieve our shared goals. Is decarbonization becoming a factor in competitiveness? C. B. Absolutely. Decarbonization is becoming a key factor in competitiveness: it forces us to think about how to make our production methods more sustainable, more efficient, and better aligned with future regulatory requirements. For example, a European regulation will require 15% of vehicles’ plastic parts to be made from recycled materials by 2032. Consequently, our teams have developed innovations in this area: for example, our bumpers now contain up to 50% recycled materials from end-of-life vehicles. As for fuel tanks, we have already successfully achieved rates of 25 to 30%; in time, we aim to reach 40%. These innovations strengthen our competitive edge, while setting our performance on a more sustainable path which benefits the environment and future generations. (1) EDP – Energias de Portugal: a Portuguese energy company which generates and supplies electricity, particularly from renewable sources. green energy supply contracts, innovative partnerships, and more. And to “compensate” unavoidable residual emissions, we use carbon credits which have been carefully selected, based on criteria consistent with OPmobility’s activities and commitments. In total, we have reached carbon neutrality for 83% of our emissions and the other 17% emissions have been compensated. In practice, how did this strategy play out in the Group’s day-to-day activities? C. B. It involved collective efforts, particularly when it came to the first pillar, “reduce”. Changing how we manage our industrial equipment not used in production has been a key driver of energy savings. We have identified and implemented appropriate shutdown and restart procedures, along with best practices for energy efficiency. Site by site, we have identified the equipment which could be shut down between different production phases and the operating parameters which could be optimized. In our extrusion and injection molding facilities, for instance, adjustments to plasticizing temperatures and speeds have significantly reduced energy consumption. With our partner Schneider Electric, we have also developed a system to measure energy consumption on a per‑machine basis. This approach has revealed some significant differences: for the same activity, certain state-of-the-art machines use up to 60% less energy than older equipment. This data helps us reduce our energy costs and focus our investments on the most efficient solutions. You signed a ground-breaking agreement with EDP(1) in Spain. What makes it innovative? C. B. For the past few years, we have had agreements for the supply of renewable electricity in several countries: France, India, Scan the QR code to find out more about our partnership with EDP. OPmobility — Vibes #4 25
Biodiversity Since 2018, OPmobility has reaffirmed its commitment to biodiversity as part of the Act4nature International initiative, an approach aligned with its climate roadmap: climate change being one of the biggest threats to biodiversity, reducing the Group’s carbon footprint is a powerful way to protect ecosystems. On its sites, OPmobility is taking specific action to reduce air pollution, to target zero CMR 1A/1B substances(1) in production by 2030(2), to reduce microplastic waste, and to accelerate the eco-design of its products, with up to 50% recycled materials. This momentum is also supported by the local commitment of the Sustainability Ambassadors(3) network and the ACT FOR ALLTM Climate School(4) training modules. The aim is to encourage everyone to work toward a common goal: improving biodiversity protection across the Group. To mark Equity Week, in March, OPmobility celebrated the 5th birthday of its WoMen on the Move network; becoming, in just a few years, a key part of the Group’s equity and inclusion policy. Open to everyone, regardless of gender, the network, which had 150 members in 2021, now has more than 700 members across 23 countries. Committed to raising awareness of workplace equality, its volunteers help foster a culture of inclusion, encourage intercultural dialogue, and support female career development at all levels of the organization. This collective effort has been recognized by the UN Global Compact(5) and the French non-profit organization WAVE Les Elles de l’Auto(6). A 5-year commitment to equity (1) Substances classified as carcinogens, mutagens, or reproductive toxins. (2) Subject to the availability of suitable substitute products. (3) Internal network of more than 560 associates who have volunteered to communicate OPmobility’s environmental commitments on their sites. (4) 19 specific in-house training modules delivered by Mobility University. (5) UN reference document: Les alliés masculins en entreprise [Male Allyship in Business], April 2026. (6) WAVE Les Elles de l’Auto: OPmobility received the Overall Feminization France Award for the third consecutive year. Diversity & Inclusion Initiatives to protect the living world 26 PEOPLE & PLANET
At OPmobility, learning is a driving force for transformational change. Its internal university, Mobility University, is responsible for Group-wide learning. With 3 regional campuses and 15 academies, it supports associates in developing the essential skills they need to meet the challenges of a rapidly changing industry. In 2026, Mobility University delivered leadership acceleration programs and trained more than 2,500 associates on unconscious bias. With a dozen CAC 40 companies, it has developed the Criticathon, a program which has taught more than 1,200 participants about the importance of critical thinking in the age of artificial intelligence. At the same time, the “Safety Leadership” program has helped strengthen management practices to make safety a shared priority at all levels of the organization. Lifelong learning Safety Senior management has made safety a top priority since 2001. This has led to a structured and systematic strategy: instigating accident reporting, implementing a behavioral approach, ensuring compliance of machinery and sites, certifying management systems, and adopting clear rules, such as the 6 “Non Negotiables”. Beyond standards and processes, OPmobility has developed a genuine culture of safety based on transparency, trust, and personal commitment. “Top Safety” visits have been important in developing risk management skills on sites and establishing a long-term culture of safe behavior. This transformation is now yielding results: last July, for the first time in its history, the Group recorded zero accidents over an entire month. At the end of August, the Group’s FR2(1) was 0.41, incredibly close to the target of 0.40 for 2026. Building on this maturity, the Group is entering a new phase: by incorporating systematic analysis of events with high potential for serious consequences, it will be able to prevent the most serious accidents before they occur. Training A culture of prevention (1) Work-related accident frequency rate with and without lost time. OPmobility — Vibes #4 27
A NEW DRIVER OF COMPETITIVENESS THE SUPPLY CHAIN 28 OPEN MIND
Thanks to an increasingly connected and efficient supply chain, OPmobility has strengthened its global competitiveness. With its new Transport Management System (TMS), the Group is setting new industry standards in managing the flow of goods, from suppliers to customers. OPmobility — Vibes #4 29
THE EXPERT — KAI ALTHOFF CEO of 4Flow How does technology make a difference in transforming the supply chain? K. A. To be competitive, supply chains must continually become faster. That is simply impossible without technology. However, technology can’t do it all: when a company restructures its organization, getting associates to buy into this transformation is just as important. Technology provides organizations with real‑time visibility of the flow of goods, enabling them to anticipate risks, optimize operations, and accelerate decision-making. The automotive industry’s supply chain is quite unlike that of the retail sector or the consumer goods industry. Each supply chain therefore requires specific solutions and technologies to meet its unique needs. For a company like OPmobility, what are the keys to successfully digitalizing its supply chain? K. A. Firstly, the quality and reliability of data. People sometimes think this data groundwork is no longer necessary with the advent of AI, but the opposite is true. Another key to success: integrating goods transport issues into upstream processes, starting with order or material planning. Lastly, IT tools must be rolled out using a well‑defined, step-by-step methodology. The aim is to ensure effective adoption by the different users who interact with one another throughout the supply chain (service providers, carriers, plants, control centers, etc.). To this end, in partnership with 4Flow, OPmobility has established a dedicated Transport Management System (TMS) to cover all aspects of its transport operations: planning, execution, monitoring, and performance management. As a result, when combined with reliable data, redesigned and digitalized processes, and engaged teams, the supply chain is accelerating to become more agile, resilient, and competitive in the long term. “Technology can’t do it all: when a company restructures its organization, getting associates to buy into this transformation is just as important.” K. A. Competitiveness, resilience, and digitalization: how is the supply chain reinventing itself? The supply chain has become a key driver of performance. How has its role changed in recent years? Kai Althoff. 10 years ago, almost nobody considered the supply chain to be a business-critical function. The pandemic changed this way of thinking, compounded by numerous developments and constraints which have put pressure on supply chains around the world. Today, companies must become more resilient by becoming much more agile. To do this, they must strengthen the relationships between the various links in their value chain, in contrast to the silobased approach which has long prevailed. Logistics is the primary function which makes this possible. It has always been devised with an end-to-end approach in mind to better adapt to changes in industries and markets. What are the challenges facing the automotive industry in this context? K. A. Over time, manufacturers have developed highly specialized models, often involving made-to-order manufacturing processes and limited inventory. The solutions OPmobility provides its customers are incorporated into a very precise production schedule. To deliver them on time, a highly efficient and iterative supply chain has been created. The ongoing optimization of the value chain has thus made it possible to cope with fluctuations in the industry. To address these new challenges, companies in the automotive industry no longer have any choice but to implement a genuine transformation of their logistics model, including their organizational structure, methodology, fleet, and IT systems. These 4 aspects are inseparable. 30 OPEN MIND
JEANFRANÇOIS CORRAZE Supply Chain Director at OPmobility What specific benefits do you expect from this transformation? J-F. C. Firstly, resilience. By engaging our teams and by standardizing and digitalizing our transport processes, we are improving visibility across all logistics flows and strengthening our operational capacity to benefit our plants and our customers. Thanks to the TMS, we have access to real-time information, supplemented by predictive and qualitative data, which allows us to anticipate bottlenecks before they occur and take proactive action. Improving the reliability of logistics operations, particularly for just-in‑time deliveries, is a key differentiator. Improving operational productivity also helps reduce the environmental footprint of our operations. Optimizing the supply chain helps optimize truck loading and the number of miles traveled, thereby reducing transport-related CO2 emissions. How do you ensure that carriers and suppliers are behind this initiative? J-F. C. The goal is to make TMS a gold standard within the automotive industry by clearly demonstrating the added value it provides. Consider this example: today, a carrier sends Excel files several times a day to report on the location of one of its trucks. Tomorrow, the truck will connect directly to our system, resulting in less paperwork, less data entry, and fewer errors. That saves our partners time. Another example: if a truck has to wait too long to be unloaded at one of our plants, that will be recorded in the system and the carrier will be able to justify that without any debate or delay. The data speaks for itself and it speaks for everyone. And when deliveries are optimized, trucks can carry more goods, make more trips, and generate more profit. With this TMS, OPmobility is offering its partners a model which is win-win. “By engaging our teams and standardizing and digitalizing our transport processes, we are improving visibility across all logistics flows and strengthening our operational capacity.” J-F. C. — THE SPONSOR With production cycles getting shorter and supply chain pressures mounting, how has the strategic role of the supply chain expanded? Jean-François Corraze. The supply chain is, first and foremost, the physical flow of goods: trucks, ships, and plants. But without reliable, real-time data, it is impossible to manage these operations effectively. This insight has emerged gradually over the course of a decade, driven by individual contributors, the Group, and the Business Groups which have demonstrated, with supporting data, that an end-to-end approach improves competitiveness and customer satisfaction. In February 2026, this led to the creation of a dedicated function at Group level, enabling a coordinated approach across all sites and improving the supply chain’s overall performance and resilience. The ELITE project is at the heart of this transformation. How would you define it? J-F. C. ELITE, our program for optimizing transport management, is underpinned by 2 key pillars. The first is digital technology: the roll-out of a TMS developed with our partner 4Flow. A single tool covers the planning, execution, and reporting of transport flows: real-time tracking of ships and trucks, invoice verification, and financial and environmental performance management. The second pillar is organizational: each regional roll-out is supported by a Control Tower, a team of dedicated experts working in the field. In Mexico, where we have rolled out the TMS on 10 sites in 2026, the team will be made up of 30 people. After Mexico, the program will be rolled out to the United States in 2027-2028, Europe in 2029-2030, followed by Asia and South America. 31
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